What are things that can cost more time, energy, and mental effort than you would like?

• ✓ 01 Overview I can sometimes lose track of what is going on in my life — practical things, plans, or what is simply waiting.
• ✓ 02 Priorities I can sometimes find it hard to know what actually matters most to me right now.
• ✓ 03 Flow I can notice that the day doesn’t quite find flow — things happen in stops and starts more than as one continuous rhythm.
• ✓ 04 Follow-through I often feel that it is easier to get something started than to finish what I have already begun.
• ✓ 05 Capacity I can notice that I have less capacity for my own things than I would like — even when they matter to me.
• ✓ 06 Relationships I often feel that some relationships drain me — that others want more, and that I have to show up even when it takes more than it gives.
• ✓ 07 Boundaries I can sometimes say yes to more than I have room for, or find it hard to set boundaries.
• ✓ 08 Speaking up I can sometimes leave something important unsaid — because the moment or the situation does not feel right.
• ✓ 09 My own needs I often end up last on my own list — unsure what I need, or putting off attending to it.

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• ✓ 01 Workload I often feel that I have more work than I have time for — that the volume outruns the hours I have.
• ✓ 02 Overview I can sometimes lose track of tasks, responsibilities, or what is urgent.
• ✓ 03 Expectations I can sometimes be unsure what is expected of me, or what “good enough” is in my role.
• ✓ 04 Workflow I can notice that things stall in the same places, or that I spend a lot of energy following things up manually.
• ✓ 05 Collaboration I can notice that relationships or the way we collaborate make the work heavier than it needs to be.
• ✓ 06 Leadership and support I can sometimes want more support, or be unsure whether and when it is okay to ask for help.
• ✓ 07 Safety I can sometimes leave things unsaid — for example that I won’t make it, or that I need help.
• ✓ 08 Friction I can notice that some situations take disproportionate capacity — that I put things off, get stuck, or take a long time.
• ✓ 09 The systems around me I can notice that the way work is organized creates unnecessary friction — not only that I have a busy week.

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• ✓ 01 Priorities I can sometimes find it hard to see and clearly communicate what actually matters most for the team or the direction.
• ✓ 02 Structure I can notice that structure around the work is missing — roles, rhythms, or ways of organizing that would make it easier for others.
• ✓ 03 Direction I can sometimes be unsure whether the strategy or direction is clear enough for the people I lead.
• ✓ 04 Delegation I can find it hard to let go — to hand off responsibility without taking it back.
• ✓ 05 Follow-up I can notice that follow-up either becomes too tight, or that things slip between us.
• ✓ 06 Relationships I can notice that relationships in the leadership role — with the team, peers, or upward — take more attention than I had expected.
• ✓ 07 Conversations I can sometimes put off or avoid conversations that are actually needed — about expectations, feedback, or things that feel off.
• ✓ 08 Capacity I can notice that the leadership role takes more capacity than I have, especially when I am also expected to deliver myself.
• ✓ 09 Ambiguity I can be in situations where much is unclear, but find it hard to hold direction for others at the same time.

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• ✓ 01 Opportunity generation I can sometimes feel that I don’t see enough possible ways forward.
• ✓ 02 Opportunity selection I can sometimes see many possible ways forward, and find it hard to know which deserve attention.
• ✓ 03 Opportunity concretization I can have a sense that something like partnerships would help, without it becoming actual people to contact.
• ✓ 04 Sequencing I can know what needs doing, and still find it hard to see a clear order.
• ✓ 05 Activation The next action can be clear, and still be hard to start.
• ✓ 06 Sustained movement I can find it easier to get things going than to keep them going when it becomes less stimulating.
• ✓ 07 Closure I can have several things underway without quite bringing them to a close.
• ✓ 08 Maintenance I can create the thing, and still notice that the recurring parts — administration and follow-up — take more than I had expected.

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What are things you want to explore to see if they can be made simpler, safer, or with less friction?

• ✓ 01 Overview How I can see more of what is going on in my life — practical things, plans, and what is waiting — without it simply becoming chaos in my head.
• ✓ 02 Priorities How I can sense which few things actually matter most to me right now — when much else also wants attention.
• ✓ 03 Follow-through How I can get more of the things I’ve started for myself all the way through.
• ✓ 04 Flow How the day can find more flow — that I can be inside what I’m doing, without everything stopping and starting all the time.
• ✓ 05 Relationships How I can be more present for the people around me, without it feeling like another thing to keep track of.
• ✓ 06 Boundaries How I can say no or set limits earlier — without it having to become a big deal.
• ✓ 07 Speaking up How I can speak up about something that matters, even when the moment doesn’t feel perfect.
• ✓ 08 Own needs How I can attend more to what I need, without putting it off again and again.
• ✓ 09 Capacity How I can have more room for my own things in an ordinary week — including midweek, not only when everything else is cleared away.

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• ✓ 01 Workload How I can tell what should come first this week, when a lot feels urgent.
• ✓ 02 Overview How I can leave work without the unfinished stuff simply staying in my head.
• ✓ 03 Expectations How I can become more sure of what is actually expected of me in my work.
• ✓ 04 Workflow How I can get more things all the way through, instead of leaving them half-done.
• ✓ 05 Collaboration How we can each contribute to the same work in our own ways — so it becomes richer, without unnecessary friction.
• ✓ 06 Leadership and support How I can ask for support in a way that feels possible in ordinary workdays.
• ✓ 07 Safety How I can speak up earlier when something becomes too much — without it having to become a big deal.
• ✓ 08 Friction How I can tell apart what I should solve myself, and what others can take part in.
• ✓ 09 The systems around me How I can stop holding so much follow-up and remembering alone.

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• ✓ 01 Priorities How I can see and clearly communicate what matters most for the team or the direction in this period.
• ✓ 02 Structure How it can become easier for others to carry the work — with roles, rhythms, and responsibility that take load off.
• ✓ 03 Direction How direction can become more felt for the people I lead, without my having to over-explain.
• ✓ 04 Delegation How I can hand off responsibility and leave it with the other person.
• ✓ 05 Follow-up How follow-up can happen without my hovering — and without things slipping.
• ✓ 06 Relationships How relationships in the leadership role can get the attention they need — without consuming everything.
• ✓ 07 Conversations How I can have the conversations that are actually needed — about expectations, feedback, or what feels off.
• ✓ 08 Capacity How I can succeed in both the leadership arena and the doer arena — without one consuming the other.
• ✓ 09 Ambiguity How I can hold direction for others, even when much is still unclear.

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• ✓ 01 Generating options How I can see more possible ways forward when I feel stuck.
• ✓ 02 Choosing options How I can tell which of many possible paths deserve attention now.
• ✓ 03 Making it concrete How a vague idea — like partnerships — can become actual people or next steps.
• ✓ 04 Sequencing How I can find an order that works, when I already know what needs doing.
• ✓ 05 Getting started How I can get started when the next action is actually clear.
• ✓ 06 Keeping it going How I can keep something moving even when it becomes less stimulating.
• ✓ 07 Closing How I can bring more pathways closer to a real close.
• ✓ 08 Maintenance How the recurring parts — administration and follow-up — can take less than they do now.
• ✓ 09 Involving others How I can involve others earlier, without it remaining only at the idea stage.

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We are opening this slowly.

Arenas open with questions over time — one recognized difficulty at a time.